CPA - Revision history

Jsantiago: Pointed external link to the new domain

2021-03-12T12:02:24Z

Pointed external link to the new domain

Jsantiago: Pointed external links to the new domain

2021-03-12T12:00:55Z

Pointed external links to the new domain

Jacandrade at 09:45, 19 October 2018

2018-10-19T09:45:50Z

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Jacandrade at 12:37, 18 October 2018

2018-10-18T12:37:44Z

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Jacandrade at 15:08, 5 August 2018

2018-08-05T15:08:02Z

Jacandrade at 15:06, 5 August 2018

2018-08-05T15:06:46Z

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Andrew at 15:41, 26 July 2018

2018-07-26T15:41:45Z

Andrew at 17:40, 15 February 2018

2018-02-15T17:40:59Z

Jacandrade at 13:07, 8 February 2018

2018-02-08T13:07:03Z

Jacandrade at 13:06, 8 February 2018

2018-02-08T13:06:25Z

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@@ Line 25: / Line 25: @@
 [[File:Cpi structure.jpg|The structure of the Global Competitiveness Index. Source: WEF 2016.]]
 === Fisheries and Aquaculture Competitiveness Index (FACI) - Firm Level ===
@@ Line 30: / Line 31: @@
 As outlined above, competitiveness can be measured in a number of ways, using both simple and more complex analytical tools. The choice of methods depends on a variety of factors, including the perceived need for complexity, data availability and how the results are to be used.
-he FACI must be flexible enough to meet the needs of the two different end-users; industry and policymakers. With this in mind it was decided to develop two different kinds of competitiveness indexes; a firm-level FACI and a national-level FACI. The firm-level FACI is only intended to capture the views of operators of individual firms and therefore less complex. It is based on a survey which in the case of firms engaged in the harvesting, processing or marketing of wild capture fish consists of 40 questions, and in the case of aquaculture firms consists of 45 questions. The firms are able to access the [http://dss.primefish.eu/index.php/cpa firm-level FACI], complete the survey and then compare their answers to those provided by other operators. The degree of comparison will, of course, depend on the number of firms using the PrimeDSS, but provided the number of users is large enough, it would be possible to undertake comparison between firms in the same sectors both in the same country as well as between countries, as well as between different sectors. By thus benchmarking themselves against others, firms could gain a better understanding of their competitive standing.
+he FACI must be flexible enough to meet the needs of the two different end-users; industry and policymakers. With this in mind it was decided to develop two different kinds of competitiveness indexes; a firm-level FACI and a national-level FACI. The firm-level FACI is only intended to capture the views of operators of individual firms and therefore less complex. It is based on a survey which in the case of firms engaged in the harvesting, processing or marketing of wild capture fish consists of 40 questions, and in the case of aquaculture firms consists of 45 questions. The firms are able to access the [http://dss.primefish.cetmar.org/index.php/cpa firm-level FACI], complete the survey and then compare their answers to those provided by other operators. The degree of comparison will, of course, depend on the number of firms using the PrimeDSS, but provided the number of users is large enough, it would be possible to undertake comparison between firms in the same sectors both in the same country as well as between countries, as well as between different sectors. By thus benchmarking themselves against others, firms could gain a better understanding of their competitive standing.
 The national-level FACI is modelled on the Fisheries Competitive Index (FCI) developed by the Directorate of Fresh Fish Prices in Iceland and the Norwegian College of Fishery Science at the University of Tromsø in 2004-2005 (Verðlagsstofa skiptaverðs, 2005). The FCI consists of 139 questions and observations which are split between six sub-indexes that make it possible to calculate scores both for the FCI as a whole as well as for individual sub-indexes. This further expands the use of the FCI. The index was applied to the Icelandic and Norwegian fish industries. The national-level FACI consists of 144 items, whereof 44 are taken from the WEF Global Competitiveness Index, 19 are based on data obtained from national, public sources and 81 are based on answers from a survey conducted among specialists in each country. Whereas the information taken from the GCI analyses the overall competitiveness of the nation, the other sources will throw light on the competitiveness of the fisheries and aquaculture sectors. The national-level FACI will therefore yield a comprehensive measure of competitiveness which takes both into account general conditions in the country as well as those that deal specifically with the sectors of interest.

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 &nbsp;
 == The tool ==
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 ----
-The [http://dss.primefish.eu/index.php/cpa | CPA tool] is the implementation of the FACI survey both at firm-level and national-level. It can be accessed by clicking the quick access icon for the CPA in the [http://dss.primefish.eu/index.php/home-registered | PrimeFish DSS] home page or by clicking the appropriate menu link in the top navigation bar.
+The [http://dss.primefish.cetmar.org/index.php/cpa CPA tool] is the implementation of the FACI survey both at firm-level and national-level. It can be accessed by clicking the quick access icon for the CPA in the [http://dss.primefish.cetmar.org/index.php/home-registered PrimeFish DSS] home page or by clicking the appropriate menu link in the top navigation bar.
 &nbsp;

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 = Competitive Position Analyser =
@@ Line 15: / Line 16: @@
 The FACI was employed to analyse the competitiveness of three fisheries firms in Norway, one in Iceland and one in Newfoundland, and assess the competitive standing of Spain, Iceland, Norway and Vietnam. Newfoundland was also included in the national study, but the comparison is incomplete due to some gaps in the information collected. The firms in Newfoundland and Iceland were found to have a competitive edge over their Norwegian competitors, mostly due to their ability to fend of new entrants, flexible value-chains and high level of R&D development and innovation. At the national level, Iceland, Norway and Spain all ranked close .
 == The tool ==
@@ Line 20: / Line 22: @@
 ----
-The [http://dsf.primefish.eu/index.php/cpa | CPA tool] is the implementation of the FACI survey both at firm-level and national-level. It can be accessed by clicking the quick access icon for the CPA in the [http://dsf.primefish.eu/index.php/home-registered | PrimeFish DSS] home page or by clicking the appropriate menu link in the top navigation bar.
+The [http://dss.primefish.eu/index.php/cpa | CPA tool] is the implementation of the FACI survey both at firm-level and national-level. It can be accessed by clicking the quick access icon for the CPA in the [http://dss.primefish.eu/index.php/home-registered | PrimeFish DSS] home page or by clicking the appropriate menu link in the top navigation bar.
-===CPA home page===
+=== CPA home page ===
-[[File:Cpa_tool_1.png|The CPA tool landing page.]]
+[[File:Cpa tool 1.png|The CPA tool landing page.]]
 In the home page the users can define their company's profile information, including the country, which is used as a parameter to select which values to display as a benchmark when running the CPA tool. If the user selects France as their company's country, the results will be compared against the data collected for France. The user can change the value of any of the input fields in the '''Company Profile''' section located in the left side of the home page and click the ''update'' button to save the changes.
@@ Line 31: / Line 34: @@
 Right below this section the users can select additional search parameters before running the CPA tool. These parameters will set which industry, species and market data will be shown in the results page. Once the user click the '''Run CPA tool''' button, the user will be redirected to the results page where a graphical analysis will be shown. Completion of any survey is not required to run the tool, however any references to user value will be set to zero in the graphical comparison in the results page.
-The firm-level survey can be accessed by clicking its respective '''Update survey''' button on the right section of the CPA home page, which will redirect the user to the survey page for the chose survey.
+The firm-level survey can be accessed by clicking its respective '''Update survey''' button on the right section of the CPA home page, which will redirect the user to the survey page for the chose survey. The surveys are divided in two sections by industry (Aquaculture/Wild fish) and each one is further subdivided into three subsections:
 The surveys are divided in two sections by industry (Aquaculture/Wild fish) and each one is further subdivided into three subsections:
 #Threat Assessment Survey
 #Bargaining Power Survey
 #Rivalry Assessment Survey
-===CPA survey pages===
+=== CPA survey pages ===
-[[File:Cpa_tool_2.png|The CPA tool survey page.]]
+[[File:Cpa tool 2.png|The CPA tool survey page.]]
 After clicking the appropriate button and being redirected to the survey page, the user can then analyse and answer the survey by choosing the answers from the array of possibilities and then choosing to move to the next/previous survey or by returning to the home page. The survey answers are automatically saved as long as the user clicks one of the blue buttons on the bottom page of the current survey page to go to the next/previous survey or to go to the home page. If the users clicks the red '''Discard changes''' button, the current changes will not be saved and the user will be redirected to the CPA home page. The answers can be updated at any time and as many times as needed. Once the user is satisfied with his answers he can run the CPA tool by clicking the '''Run CPA tool''' button in the home page to get the results relative to their answers. The user can answer as many or as few questions from any survey as he/she wants, and return at any point in time to change their answers. A yellow progress bar for each subsection of the surveys is shown in the CPA home page to let the user know of the progress they made. If no answers have been given for a particular survey subgroup, no progress bar is shown and once the user answers all questions in a survey subgroup, the progress bar will turn green. The more answers the user gives, the more accurate the calculation for the CPA will be.
-===CPA results page===
+=== CPA results page ===
-[[File:Cpa_tool_3.png|The CPA tool results page - firm-level.]]
+[[File:Cpa tool 3.png|The CPA tool results page - firm-level.]]
 When the user clicks the '''Run CPA tool''' button, the results page will first display the user's FACI score, with details about their average score in each section and also detailed comparative scores for each answered question.
-[[File:Cpa_tool_4.png|The CPA tool results page - national-level.]]
+[[File:Cpa tool 4.png|The CPA tool results page - national-level.]]
-The tool will also display the comparison between the user's chosen country National-level FACI score against all other countries participating in the study, with graphics also detailing the average score for each pillar and its sections.
+The tool will also display the comparison between the user's chosen country National-level FACI score against all other countries participating in the study, with graphics also detailing the average score for each pillar and its sections. The user can choose to print the results by clicking the button on the sidebar in the results page, in addition to having the ability to download the bulk data collected in the research phase. The user can also return to the CPA home page and start another analysis or choose to use any other feature of the DSS.
 == References & Readings ==
 ----

@@ Line 25: / Line 25: @@
 <div id="cpi_structure">[[File:Cpi structure.jpg|The structure of the Global Competitiveness Index. Source: WEF 2016.]]</div>
 &nbsp;
 === Fisheries and Aquaculture Competitiveness Index (FACI) ===
@@ Line 30: / Line 31: @@
 As outlined above, competitiveness can be measured in a number of ways, using both simple and more complex analytical tools. The choice of methods depends on a variety of factors, including the perceived need for complexity, data availability and how the results are to be used.
-he FACI must be flexible enough to meet the needs of the two different end-users; industry and policymakers. With this in mind it was decided to develop two different kinds of competitiveness indexes; a firm-level FACI and a national-level FACI. The firm-level FACI is only intended to capture the views of operators of individual firms and therefore less complex. It is based on a survey which in the case of firms engaged in the harvesting, processing or marketing of wild capture fish consists of 40 questions, and in the case of aquaculture firms consists of 45 questions. The firms are able to access the [http://dss.primefish.eu/index.php/cpa firm-level FACI], complete the survey and then compare their answers to those provided by other operators. The degree of comparison will, of course, depend on the number of firms using the PrimeDSS, but provided the number of users is large enough, it would be possible to undertake comparison between firms in the same sectors both in the same country as well as between countries, as well as between different sectors. By thus benchmarking themselves against others, firms could gain a better understanding of their competitive standing.
+The FACI must be flexible enough to meet the needs of the two different end-users; industry and policymakers. With this in mind it was decided to develop two different kinds of competitiveness indexes; a firm-level FACI and a national-level FACI. The firm-level FACI is only intended to capture the views of operators of individual firms and therefore less complex. It is based on a survey which in the case of firms engaged in the harvesting, processing or marketing of wild capture fish consists of 40 questions, and in the case of aquaculture firms consists of 45 questions. The firms are able to access the [http://dss.primefish.eu/index.php/cpa firm-level FACI], complete the survey and then compare their answers to those provided by other operators. The degree of comparison will, of course, depend on the number of firms using the PrimeDSS, but provided the number of users is large enough, it would be possible to undertake comparison between firms in the same sectors both in the same country as well as between countries, as well as between different sectors. By thus benchmarking themselves against others, firms could gain a better understanding of their competitive standing.
 The national-level FACI is modelled on the Fisheries Competitive Index (FCI) developed by the Directorate of Fresh Fish Prices in Iceland and the Norwegian College of Fishery Science at the University of Tromsø in 2004-2005 (Verðlagsstofa skiptaverðs, 2005). The FCI consists of 139 questions and observations which are split between six sub-indexes that make it possible to calculate scores both for the FCI as a whole as well as for individual sub-indexes. This further expands the use of the FCI. The index was applied to the Icelandic and Norwegian fish industries. The national-level FACI consists of 144 items, whereof 44 are taken from the WEF Global Competitiveness Index, 19 are based on data obtained from national, public sources and 81 are based on answers from a survey conducted among specialists in each country. Whereas the information taken from the GCI analyses the overall competitiveness of the nation, the other sources will throw light on the competitiveness of the fisheries and aquaculture sectors. The national-level FACI will therefore yield a comprehensive measure of competitiveness which takes both into account general conditions in the country as well as those that deal specifically with the sectors of interest.
@@ Line 36: / Line 37: @@
 According to Porter (1998, 2008), the nature of competition is embodied in five competitive forces; (1) the threat of new entrants, (2) the threat of substitute products or services, (3) the bargaining power of suppliers, (4) the bargaining power of buyers, and (5) the rivalry among the existing competitors. As shown in the [[#firmlevel-faci|figure]] below, these forces do interact with each other. Their strength may also vary but together they determine long-term industry profitability.
+&nbsp;
 <div id="firmlevel-faci">[[File:FirmLevelFaci.jpg|The five competitive forces that determine industry competition. Source: Porter (1998).]]</div>
 The threat of entry puts a cap on the profit potential of an industry. When the threat is high, incumbents must keep prices low or increase production capacity to deter new competitors. Within each industry there are usually some entry barriers that deter new firms from entering the market, and give the incumbents some advantages. These may include economies of scale, network effects, customer switching costs, capital requirements, unequal access to distribution channels, restrictive government policy, expected retaliation of incumbents, and some other advantages not related to size, such as favourable geographic locations, and established brand identities.

@@ Line 3,343: / Line 3,343: @@
 &nbsp;
-== The tool ==
 ----